The Sustainer

Andrew Ward

Chapter Chapter 4 in The Leadership Lifecycle, 2003, pp 48-65 from Palgrave Macmillan

Abstract: Abstract Sustainers maintain the forward momentum of the organization, but position the organization for the long haul. As the organization goes through the Maturity phase of the lifecycle, the strategic focus shifts to one of market dominance, fighting to increase the organization’s share of the market. Inevitably, as the organization succeeds in growing its market share, the increments by which it does so decrease, and each market share point becomes harder and harder to acquire. As the organization begins to struggle over tenths of a point of market share, the Sustainer’s primary challenge becomes one of keeping excitement and motivation in the organization. No longer is the organization in a sprint as it was in the Growth phase, it has now settled into the grind of a never-ending marathon, and maintaining the organization’s energy and vitality is an increasingly difficult task. With its worldwide reach and over a century of history behind it, The Coca-Cola Company epitomizes an organization that has been able to sustain itself from generation to generation in an extended Maturity phase, yet is able to keep excited about its future prospects for growth and an awareness of the dangers of complacency brought on by success. Douglas Daft, Chairman and CEO of The Coca-Cola Company, captures the essence of the Sustainer role: To be excited about the future, we simply have to look at the vast opportunity before us throughout the world. Every day, there are people who are only now enjoying their first Coke. For millions of other consumers, we are providing them Coca-Cola or other beverages they desire.

Keywords: Maturity Phase; Harvard Business Review; Great Company; Package Delivery; Sustained Success (search for similar items in EconPapers)
Date: 2003
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DOI: 10.1057/9780230514478_4

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